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The difference between current performance and the theoretical performance limit is the performance improvement zone. Another way to think of performance improvement is to see it as improvement in four potential areas: input requirements; e.g. working capital, material, replacement or reorder time, and set-up requirements.
The objective of Focused Improvement is to assure that the equipment maintains a peak performance all the time. "The fact is machines do virtually 100 percent of the product manufacturing work. The only thing we people do, whether we’re operators, technicians, engineers, or managers, is to tend to the needs of the machines in one way or another.
Time management is the process of planning and exercising conscious control of time spent on specific activities—especially to increase effectiveness, efficiency and productivity. [ 1 ] Time management involves demands relating to work , social life , family , hobbies , personal interests and commitments.
Business performance management (BPM) (also known as corporate performance management (CPM) [2] enterprise performance management (EPM), [3] [4] organizational performance management, or performance management) is a management approach which encompasses a set of processes and analytical tools to ensure that an organization's activities and output are aligned with its goals.
Kaizen (Japanese: 改善, "improvement") is a concept referring to business activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers.
Agricultural writers contrasted "improvement" with the traditional custom that governed farming practices at the time. The belief in agricultural "improvement" was the belief that the earth could be made more fruitful. More specifically, it was the belief that "the knowledge of nature would allow the best possible use of resources". [3]
Process-based management is a management approach that views a business as a collection of processes, managed to achieve a desired result. [1] Processes are managed and improved by the organisation for the purpose of achieving its vision, mission and core values. A clear correlation between processes and vision supports the company in planning ...
Some see continual improvement processes as a meta-process for most management systems (such as business process management, quality management, project management, and program management). [3] W. Edwards Deming , a pioneer of the field, saw it as part of the 'system' whereby feedback from the process and customer were evaluated against ...